At L&P, we’re inspired by our colleagues who go above and beyond to enhance our businesses. This month, we’re sharing stories of women at L&P who have improved our products and processes with their creativity and leadership.
Meet Xiaomin Yang! Xiaomin started with Leggett three years ago as Director of Continuous Improvement (CI) – Asia Pacific. In her role, Xiaomin focused on improving operational efficiency, tracking purchasing savings, and increasing Value Analysis/Value Engineering (VAVE)‑driven material cost reductions. She was just promoted to Global Automation Director & Asia Pacific CI.
What is a day at work like for you?
My typical day starts with cross-functional team alignment on VAVE implementation or an Operations CI-saving idea feasibility check. I could be on the plant floor, exploring with the frontline team how to improve efficiency or eliminate waste.
How have you improved L&P processes and products?
For me, continuous improvement is a journey and the DNA for a successful company. It’s about taking systematic action across two core dimensions: first, improving products (quality, cost, sustainability) and second, making processes smarter (speed, agility, employee engagement). At the product level, we make the “good” even “better.” Through VAVE projects, we promote material and process optimization, providing customers with more competitive product solutions while achieving quantifiable cost savings. In terms of processes, we make the “smart” even “smarter” by standardizing operational procedures, improving production line delivery time by 40%, and reducing scrap by 44%.
What challenges have you faced while working to improve our business, and how did you overcome them?
One challenge has been shifting the mindset of “we’ve always done it this way.” We addressed this by running small pilot projects that made early wins visible and encouraged team members to share those successes. Another challenge we face is balancing long‑term improvement efforts with short‑term business pressures. We overcome this by tying each initiative directly to financial and strategic goals and using data to guide decisions and build a long‑term improvement roadmap.
How do you approach problem-solving?
My approach can be simply summarized in four steps with a PDCA mindset. First, precisely defining the problem; second, exploring it in depth; third, collaboratively building solutions; and fourth, solidifying the outcomes.
My measure of success isn’t just whether the problem is solved – it’s whether our team is better equipped to tackle the next challenge that comes our way.
What do you like to do outside of work?
I enjoy gardening. Taking care of plants and observing their gradual growth brings me peace and a sense of accomplishment amidst a busy schedule. It also helps me cultivate patience and attention to detail. The process from planting to blooming similarly inspires me to approach changes and challenges at work with a longer-term and more inclusive mindset.